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November 27, 2013

Essay on Employee Training in Organizations

Employee training is a pivotal part in any organization as it determines the success and development of the organization.  Training can become a strategic lever for enterprise development. The optimization of productivity, the emergence of new skills and multiplication changes involve new skills on the part of employees, increasingly sophisticated requiring a repositioning of the mission of training managers.
The process of training is a process of building a training plan based on strategic objectives that the company wants to achieve. Thus, training programs are built in accordance with the participants, their professional profile and their performance goals. The seminar training design allows you to find answers to operational questions.
The training is part of a comprehensive analysis of skills, choice of the best teaching methods for acquiring, operating processes to enable training managers to truly transform their working methods and make benefit all corporate employees.
It goes without saying that the most successful businesses strive to achieve innovation, management of human potential and optimizing skills. This explains why training has taken as much importance in the company, in recent years. To meet this challenge and respond coherently to what your company or your customers want training, the company must equip your device for forming a master of engineering education integrated into the development strategy of the company. Noting that the man is the most important element for the progress of the company, it is necessary that he is competent and qualified. It can be done through training.
Vocational training is a set of teaching methods available to employees to enable them to adapt to structural changes and changes in work organization implied by the technological and economic developments, and facilitating their professionalism.
Indeed, at a time when globalization is unfolding across the planet, the companies must break all obstacles to development if they persist, the risk of long stagnation in our state of under - development will increase, because the application the managerial approach over time has proven that there is a high correlation between these points: The strategies chosen, the communication system, the ability to respond to change, and economic progress of the company, specifically profitability of its activities.
Training, initial and continuing, has always occupied an important place in the field centers calls, but the priorities have changed substantially in recent years. The duties of employees are indeed become much more complex. In the early 1990s, these were mainly simple processes, such as taking orders. Today, they are increasingly in demand, the call center or company-internal or external. They must communicate by e-mail, fax, phone or cat, fix and coordinate appointments and commercial advice to investors, solve technical problems or perform administrative tasks for the services of personnel or
assistance to clients.
It is clear they represent the company and contribute to customer satisfaction. For all these reasons the training needs have evolved, it is no longer enough to know to answer the phone and use the necessary software. It should also able to give clear guidance and effective knowledge and sell a maximum of company products. He must be able to greet even the unhappy customers. It would be difficult to compile a comprehensive list of their duties.
Training in organization has come out as a new dimension. In many cases, traditional training methods no longer adequate to meet the quality and efficiency required. They are slow and often do not yield desired results. Formations group, for example, are long and costly and involve many employees simultaneously. By essence, this teaching is not customizable, so the results are worse than when individual training is not properly imparted.
Moreover, the presence of a control during training may cause stress and modify the behavior of the employee. Individual training is therefore required as the most effective method, but what a company can bear the costs? In an environment where employees often change business, newcomers
must regularly learn the basics. But the training of experienced staff should not be neglected. 
The choice of methods of teaching and learning is not without compromise between the quantity and quality, between the cost and effectiveness. At this moment comes e-learning seems to be the ideal tool to automate the training, relieving the trainers and getting better results, as demonstrated by IBM and other companies.
Almost all companies with significant training needs for their employees want an e-learning solution with an ROI greater than 2000% and gives results in within two weeks. In 1996, IBM created a solution of this type (B Nucleus Research Note # 19, 2001. ROI Profile: IBM Mindspan Solutions, IBM Basic Blue).  The company has found that the basic training of its officers, five days, was insufficient to transmit its culture, management methods and strategy. Nancy Lewis, Director Management Development IBM decided to develop the global program management training Management Training Program. His initiative quickly bore fruit.
The choice of e-learning was not cost savings, IBM wanted first and foremost a more effective training. The company believes that executives who manage their own training learn 25% faster than traditional methods.
The new IBM executives now have 26 weeks to study online at their own pace, before to meet for a five-day workshop. This workshop is no longer used to transmit basic knowledge, because managers have already assimilated. The company now deals with more complex problems and issues. Unlike the example of IBM's call centers together for the most ideal conditions for teaching and training more effectively using the skills of eLearning.  The main task of the employees is indeed, communication, usually associated with the sale or problem solving based defined objectives. Managers must also manage employees, manage projects, administer budgets and optimize processes. The automatic recording of communications in call center has the advantage of centralizing power and transmitting information immediately on skills and behaviors that fall within the formation. What a company knows what its executives make every minute of their working time, they say, how they lead their teams and conduct their projects?
Weaknesses are usually discovered after the damage is done when a customer is already lost or
a budget is passed. For cons, the learning outcomes are confirmed directly by simply
listening to recorded conversations. Call centers are another easy, compared to the situation at
IBM.  The training material is already in place. The demonstration sequences used in training
can be selected and prepared quickly and easily. It is easy and inexpensive to group
models of conversations with real examples show participants how to react in a
specific situation.
The advantages of e-learning are as follows:
• Each employee decides where and when to train. He is more motivated and more receptive than if it were be taught after an appointment, which would prevent him from staying focused.
• Employees manage their own training, resulting in better outcomes: they can
record conversations and send them to their trainer, they would have liked to respond
differently or if they detect a need for training. They also have modules for improve in some areas and achieve their personal goals.
• Trainers save time, because new employees are automated by basic teachings. The courses can be organized by teams or by services.
• The success of the training is easy to appreciate. Each participant is evaluated by small tests
at the end of each course, and thanks to the automatic consultation, following certain rules,
recorded conversations and exchanges of e-mails.
• E-learning reduces training budgets: the costs of occupation of the premises and the costs and
reduce transportation time, and trainers can spend more time on personalized lessons.
• New product information can be transmitted simultaneously to many employees. The system can be programmed to monitor the participants studied chapter indicated.
• Workshops and personal lessons are becoming more efficient, once the foundations have already been established individually.
• Training programs can be tailored to meet individual needs.
The employee may choose himself some modules, or receive at his office an e-mail instructor
indicating what chapter to study.
• Listening to recordings can quickly adapt some aspects of training for propose individual sequences or a library of best practices communication.
• A system of e-learning to manage multiple call centers: lessons must be
prepared only once. Control of educational attainment and outcomes is centralized, and
that the distribution of training.
The e-learning does, however, remain a tool. Its quality depends on that of the underlying concept, content and how they are transmitted. Like all good training, a program of e-learning must proceed systematically. It must be based on an appropriate mix of methods and tools, and meetings or regular workshops with educators, counselors and others.
Matching the objectives of the company and call center may seem trivial, but is well and truly part of the success factors of training. These two objectives are not always harmony, and can derail the best training projects even before its implementation. It is also important to detail the qualitative and quantitative goals. Conflict is likely to occur if such a goal is to treat a given number of calls per hour
(Quantitative), while employees are instructed to solve each problem in the first call (qualitative).
They will have trouble deciding whether it is more important to treat a given quantity of calls or satisfy the customer on the first call. In the end, they will try to solve problems quickly, but agree with customers to call back later when they are pressed for time. This new call will be recorded as a separate call. The statistics are therefore excellent, but the customer will be dissatisfied and costs will rise.
Studies show that the main success factors of e-learning programs are the treatment content, the ability to customize the location, timing and pace of learning, as well as tests and exercises. Another important factor is interactivity.
For many, it should be integrated under a cat with counselors, simulations and interactive tests corrected as soon as they are completed. The e-learning and traditional methods also converge on this point. The same conditions must be combined to motivate the participants: they have good reason to make an effort and they need incentives. Motivational factors may be intrinsic: arouse curiosity and increase confidence through successful learning. External factors also have a large


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